1. Managing Transitions
“It isn’t the change that people resist; it is the transition.” - William & Susan Bridges
William Bridges and Susan Bridges. Managing Transitions: Making the Most of Change. Third Edition. Boston, MA: Da Capo Lifelong Books, 2009 Adapted by Jon Kramka from Leading Change Presentation:

2. Change vs.Transition
Change is situational: The move to a new site, assignment to a new team, new organizational structure, merger of two affiliates, changing strategies to incorporate NRI
Transition is psychological: Is the three-phase process people go through as they internalize and come to terms with the details of the new situation.

3. Three Phases of Transition
An Ending
The Neutral Zone
A New Beginning

4. An Ending
The first phase of transition is an ending. Letting go of the old ways and the old identity.
Results in a loss.
People go through the stages of loss and grieving; that is, the natural sequence of emotions that occur when losing something that matters to them.

5. The Neutral Zone
The in-between time when the old is gone but the new isn’t fully operational.
A chaotic time, lacking clear systems and signals.
Bridges uses a “wilderness” metaphor when describing the Neutral Zone.

6. The Neutral Zone
It’s not so much that we’re afraid of change or so in love with the old ways, but it’s that place in between
that we fear…
it’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing for us to hold on to.”
- Marilyn Ferguson
Marilyn Ferguson (April 5, 1938 – October 19, 2008) was an American author, editor and public speaker, best known for her 1980 book The Aquarian Conspiracy and its affiliation with the New Age Movement in popular culture.

7. The Neutral Zone Dangerous because: Ambiguity causes anxiety to rise.
Communication can break down.
Productivity sags.
Creative opportunity because:
Break in normal routines provides opportunity to think of ways to do things differently or better.

8. A New Beginning
When people develop the new identity, experience the new energy, and discover the new sense of purpose that makes the change begin to work.
An emotional commitment to do things the new way.
Can only occur after proceeding through the Neutral Zone

9. The Four Ps To make a new beginning, people need the four Ps:
The Purpose
A Picture
The Plan
A Part to Play

10. Managing the Transition
Understanding the process can help. A transition begins with letting go of something: an ending. Endings result in loss; loss triggers grieving. Passing through the Neutral Zone is necessary for a new beginning. The Neutral Zone can be a creative opportunity.

11. J. P. Kotter -- 8 Steps to Address 8 Common Failures
Leading Change
J. P. Kotter -- 8 Steps to Address 8 Common Failures
Step #1: Establish a Sense of Urgency
Step #2: Create a Guiding Coalition
Step#3: Develop a Vision and Strategy
Step #4: Communicate the Change Vision
Step #5: Empower Employees for Broad-Based Action
Step #6: Generate Short-Term Wins
Step #7: Consolidate Gains to Produce More Change
Step #8: Anchoring New Approaches in the Culture
John Kotter. Leading Change. Cambridge, MA: Harvard Business Review Press, 2012 

12. What is the purpose?
“If you don’t know where you are going any road will take you there.” Cheshire Cat in Alice in Wonderland
How do we aspire to be different than we are now?
What do we want to accomplish on this change journey?
What aspirations do we hold?
Welcome lengthy debates and conflicts
Invite people to shape specifics.
Creating a purpose statement calls people to the work of change. People throughout the organization see their role and feel compelled to participate: some with enthusiasm and hope, others with fear and skepticism. Regardless, a right purpose creates a visceral reaction and attraction within the various stakeholders of the organization.

13. Who needs to be involved?
Defines the natural boundaries of the system.
Leadership only or various groups of stakeholders?
Numbers are important.
Rationales:
Buy-in and less resistance
More perspective and wisdom
Possible invitees:
Those who will be affected
Those who can influence
Those with resources to contribute
The question of “who” helps to define the natural boundaries of the system undergoing change.
Some methods are more suited for community engagement, while others are more suited for organizations.
Consider the sheer number of people expected to participate and the events that occur throughout the change process.
Some methods are suited for very large numbers of people while others are better for smaller groups that meet over time.

14. What conversations are needed?
Conversations among stake-holders move the organization toward the future it yearns to have. Change is more than an event: it is a journey that unfolds as people come together. The journey continues after the event. Converge – diverge. Events allow a critical mass of people to focus in “real time,” becoming aware of their connections, clarifying aspirations and agreeing on pathways.
Events include summits, workshops, meetings, town halls, etc.

15. --Rosabeth Moss Kanter
“Change is disturbing when it is done to us, exhilarating when it is done by us.”
--Rosabeth Moss Kanter
Rosabeth Moss Kanter is a tenured professor in business at Harvard Business School, where she holds the Ernest C. Arbuckle Professorship.